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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Improving response times for all disaster incidents
Improve emergency response times to structural fires, rescues and specialised incidents by intensifying procurement of new specialised firefighting, rescue and specialised vehicles to replace aged fleet (120 vehicles)
Delivery was taken of 72 vehicles namely – 1 x Hazardous Materials Response Unit
4 x LDV Skid units 1 x Command unit 1 x Paralance 33 x Ambulances
18 x rapid intervention vehicles 4x4
14 x 4x4 medium fire pumpers 4x4
Continuation of Fleet Replacement Programme
Continuation of Reserve Fleet Refurbishment Programme
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Establishing professional and effective government processes (Connectivity)
Explore alternative options for Broadband
In process Implement strategy as revised A sustainable funding and
infrastructure model
In process Continue to explore alternative sources of funding for infrastructure development Establishing professional and
effective government processes (Processes and Systems)
STREAMLINE PLANNING AND DEVELOPMENT PROCESSES
Development Planning application processes
Infrastructure service provision applications
rates clearance application processes
SMME support application and process
Policy and by-law review and development
Piloting on the E-Clearance System launched in April 2019.
Data to be analysed and challenges to be addressed.
Reduce turnaround times for building, services and property applications
Efficiency in the licensing services
In process Continue to improve
turnaround times for business licences
Clearly defined business processes
This process is part of the bigger mScoa compliance project and is being prioritised.
Six (6) re-engineered mSCOA compliant areas:
Land-use Management
Document Management
Customer Care Management
Fleet Management
Revenue Management
Property Management An affordable fleet management
system
In process Stable fleet delivering high- quality services
Developing a Smart City In process Implement the smart city initiatives based on the approved strategy Ensuring value for money from
the City’s agreements with vendors/contractors
In process Improve contract management
and strategic procurement implemented
Establishing professional and effective government processes (People)
Professionalising our departments through upskilling and training of personnel
Part of the skills development plan of the City
30 000 personnel trained and skills enhanced
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Modernisation of treasury office for compliance with all the regulatory requirements
Part of the mScoa project Treasury office adhering to all regulatory requirements Appointing the best people to the
most important jobs (The repair, maintenance and control of service delivery assets) (GHCM)
Artisan’s recruitment have been prioritised.
Evaluation of all recommended staff is being done
85% of all the officials appointed will undergo an evaluation.
A discipline and grievance system that prioritises serious issues and prevents fruitless legal costs
In process Review of some outdated
policies and collective agreements
Establishing professional and effective government processes (Customer Services)
Become the custodian of customer interests for the City of Tshwane
Continuous monitoring of adherence to service turn-around times
Roll out of customer training for top and senior
management.
Monitoring of service norms and standards adherence.
Implement Omni-channels management system to have one view of customers across all channels.
Integrate back and front office system to allow real-time update of front office for customers’ benefit Improve Customer care walk in
centre management
Introduction of standard front office corporate wear for all walking-in centres initiated
Review operating model.
Introduce quality assurance for walk-in centres.
Conduct quarterly customer satisfaction reviews Champion organisational culture
to drive customer centricity
Introduction of Queue
management System in seven walking-in centres.
Continue to monitor adherence of Batho Pele principles.
Align the management of Customer Relations
Training of CRM personnel on customer care, Ethics and products.
Monitoring of culture change programme
Define and affirm the Customer Value Chain
In process Monitoring of business
processes and customer feedback in line with customer value chain
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Close the access gap between the City of Tshwane and its customers by adopting a
concept of “ZERO
KILOMETRES TO
MUNICIPALITY BY 2030”.
Introduction of new faults reporting channels on the E- Tshwane platform
100% of all customer services offered on-line
Build customer affinity with the City of Tshwane as a brand.
Review of end to end (360 degree) business processes.
Segment customer base
Enhance pro-active communication.
Intensify customer education programmes and campaigns Strengthen the position of the
City as a caring institution and Municipality of choice that is aware of and responsive to the needs of its customers.
Monitoring of departmental implementation plans as informed by Customer satisfaction survey results.
Introduce outbound interaction centre.
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Establishing professional and effective government processes (Finance)
FISCALLY PRUDENT COST MANAGEMENT
Timeous and efficient contract management and supplier evaluation
Blacklisting underperforming suppliers
Development of a centralized benchmarked pricing database
Minimize non-revenue water and electricity
Contract Management is a Unit within SCM on its own dealing with all contractual matters of the Service Providers. Road shows have been carried in all Regions of the City to assist the Service Providers with the SCM processes/ procedures Blacklisting of SP follows the guidelines as set out by National Treasury. The City always place SP on terms where their
performance is not up to standard and would only after such actions have failed recommend blacklisting A Price Cataloguing is currently been investigated. Re-
engineering and re-modelling of SCM function is already
underway with the establishment of an Intervention Team of Senior Executives. The new model for Stores and Logistics feasibility studies is almost finalized The Revenue Management Division has developed a Revenue Protection and Electricity Losses Turnaround Model.
Reduced non-revenue water and electricity in line with set targets
Stabilise city finances to achieve our service delivery target
Continuous monitoring of the Financial Sustainability Plan
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Re-engineering and re- modelling of the Supply Chain Management function, including a new model for stores and logistics
In process Functional centralised
warehouse to deal with all City required plant, equipment and goods
Implementation and monitoring of the Financial Sustainability Plan
Continuous monitoring of the Financial Sustainability Plan
Financial stable city
Implementation of mScoa Project in process mScoa compliant City Improving the revenue Revenue optimization
Investigate accuracy challenges with billing system
Communicate and market registration of consumers on e-Tshwane
Improve efficiencies in the revenue value chain
Provide affordable cost reflective tariffs
Service Provider has been appointed to conduct data purification in Region 1 and 2 MRU completed and portions are currently being uploaded to SAP Tender specs completed for the appointment of external services providers to assist with meter reading.
Exceptions are attended to daily.
New proposed tariffs support wider portion of poor households
Ongoing billing accuracy
Increase number of customers transacting on electronic platforms of the City
Promote a culture of payment to improve collection rate through educational campaign in our communities
Targeted Community Outreach Programmes are held at least once in a quarter
Continue awareness programmes in all regions
Sustainable revenue sources Leverage the City’s property portfolio
Strategy on leveraging the property portfolio has been developed and in process
Ensure improvement in revenue target
Investigate waste resources as potential revenue source
Investigations w.r.t technological improvements at weigh bridges underway e.g. E-wallets.
Developing a composting facility and a
concrete/aggregate (from building rubble) facility Expand City-owned advertising
space
Ongoing initiative to increase revenue
Increase in advertising revenue
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Explore land value capture instruments and applicability to SA environment
Part of the Strategy on leveraging the City’s property portfolio
In line with the land
management policy of the City, explore land value capture across urban nodes of the City Improve revenue collection in
waste management
Ongoing Implement an effective waste
billing information system
Distribution of appropriate waste bins and effect billing in areas currently not billed for waste
Effective and transparent utilisation of grants:
Source external non- governmental grant opportunities
Ensure that all allocated grant funding is received on time
Ensure that conditional grants are utilised for prescribed purposes
Ensure that equitable share grant are utilised for achieve municipal service delivery objectives
Ongoing Ensure 100% grant
expenditure in line with its conditions
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Key IDP Priority Actions Initiatives Progress made 2018/22 Deliverable
Fighting corruption Putting measures in place to root out corruption
Fraud prevention programmes
Fraud detection
Investigation of allegations of fraud, corruption and maladministration finalised against registered cases
Facilitate ethical and professional legal counsel and risk management
Implement the investigation methodology
Form partnerships with external law enforcement agencies Coordinated investigations with other functional departments, e.g. TMPD, City planning, EPMU, ICT, and Group Financial Services department Delegating Group heads and CEO’s of entities with responsibilities of registering criminal cases for investigation
Facilitate a number of fraud awareness programmes
Conduct fraud detection exercises (surprise stock counts, municipal asset verification, surprise cash counts, fraud risk assessment, etc.)
Communicating regularly and effectively with residents
Regularly hosting report-back meetings in all communities in order to inform residents of the work of the City
Communicate regularly and effectively
>10 Programs of Public Participation Completed: By- laws, IDP, Budget and Annual Report.
Quarterly Public Meetings for Councillors
Interaction with communities regarding the work of the City on an on-going basis
Prioritising public participation processes to listen to community members regarding decisions that impact on them
Standardise Customer Interaction Point Models
15 Regional meetings per Program.
2 Venues per Region Known Venues
Ward Based Presentations Petitions integration to IDP
Implement customer point infrastructure improvement
Using technology like social media creatively to reach more residents in the City’s communication efforts
Development of an application to enhance communication with communities on council matters.
E- Participation App Successfully Piloted. Official Launch in Progress.
Provide a single application platform through which communities can communicate on Council matters
Ensuring that the ward system is functional to allow people to provide oversight and provide inputs regarding City business at ward level
Establish ward committees through the Office of the Speaker
Draft By-law drafted
Public Comments completed Awaiting Ratification and Promulgation
Provide a functional ward committee system
Monitor and evaluate work of the ward committees
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